Abstract:
Purpose
Authentic leadership has become a prominent and essential part in healthcare systems.
Psychological capital has become an essential paradigm in leadership study. Impact on
employee capital is seen as a crucial aspect including all leadership development and work
success. The current review investigated how psychological capital functions as a mediator
between authentic leadership and job performance.
Methodology & Design
A cross-sectional study will be used in this investigation. In this Research, "Convenience
Sampling" is being employed as a sampling technique. The technique does not use
probability, and the data is gathered from a group of 5 Pharmaceutical companies of Karachi.
However, the sample size is calculated using the sample size calculator. The sample size of
385 participants is calculated.
Findings
This report's analysis revealed how authentic leadership positively affects job performance.
Additionally, psychological capital comprehensively mediates the association between
authentic leadership and work performance. As a result, it was shown that authentic leaders
with a positive outlook increase their team members' psychological capital, and staff
members with more psychological capital may contribute more to the achievement of
organizational goals via strong positive job performance.
Limitations
The study was restricted to fewer.pharmaceutical industries due to inadequate resources.
Moreover, due to the shortage of time, this research was completed in only 3 months. Since
the data from other cities of Pakistan was inaccessible, the research only focused the Karachi
region. Another limitation was that the sample size that was being chosen was small since
researchers were unable to target large samples due to the shortage oftime. Recommendations
Future research should think about gauging employee performance by their leaders
objective performance results like quantitative outcomes to get around this potential problem.
Like all studies, other factors including creativity, information sharing, job happiness,
organizational commitment, financial return, and a lower inclination to leave the study can be
thought of as outcome factors.
